SEATTLE UNIVERSITY
Executive Leadership Program
Effective Enterprises
INSTRUCTOR:
Greg Magnan, Ph.D. (gmagnan@seattleu.edu)
Web page: http://fac-staff.seattleu.edu/gmagnan/
MEETINGS:
Pigott 426 / (206) 296-6466 / (fax: (206) 296-2083)
December 8, 2000; 4:30 – 5:30
ROOM:
January 11/12, 2001; 8:30 – 5:30
February 7, 2001; 8:30 – 5:30
February 8, 2001; 8:30 – 12:00
Stimson Room
Course Description
This module of the program is directed at providing a forum to discuss business issues
and challenges facing the executive team in an organization. Implicit in this context is
the relationship between decisions made by leaders and the environment in which they
are made. We will start from the perspective of the value chain and work our way
through various functional topics on through to supply chains and eventually business
strategy. As such, the module will include active learning in the following areas:
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Roles and responsibilities of general managers & leaders
Transforming the firm through operational excellence
Strategic uses of information technology
Marketing / customer focus
Managing human resources
Minding the numbers, and
Addressing political realities
As firms continue to focus on core competencies, multiple functions in a firm are being
asked to fulfill boundary spanning roles and coordinate with suppliers and customers in
the supply chain, placing pressure on the skills of individuals, as well as the
performance measurement systems under which they operate. In addition to internal
and external coordination issues, we will also address how changes in a firm’s business
environment can affect its ability to remain competitive. Information technology
changes and their effects on business strategy and the value chain will be of special
interest.
We will primarily use the case method to highlight general management issues and
challenges. Cases and readings serve as vehicles to introduce complex business
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issues and provide general frameworks for discussion. In-class discussions are the
major learning component in this module. Therefore, students must be prepared for
case and reading discussions. As in most service encounters, the quality of this service
is largely driven by the quality of the “customer’s” contribution.
Course Requirements
1.
Case Analyses:
You are required to turn in a total of two written case analyses. Each is to be doublespaced, no longer than three pages, and should use the format appearing below.
Cases are due the day the case is to be discussed. You are allowed (and encouraged)
to submit analyses as a small group. At least one of the cases, however, must be
completed individually. You may turn in more than two and only the two highest scores
will apply.
Required Format:
Please analyze and write-up cases using the structure outlined below. You may
choose to respond as the case principals or as if you are an outside consultant to the
case principals. Since you only have three pages, limit the restating of case facts to
those that are important to your analysis. Section headings are a must in your analyses
(use those in bold below.)
1.
Executive Summary: One/two paragraph summary of key issues and
recommendations. This should be a one or two (maximum) paragraph
summary that can “stand apart” from the rest of the analysis. Write last,
put first.
NOTE: for the sections below, using a bullet-point format is strongly encouraged.
2.
3.
4.
5.
6.
Organizational Profile/Overview: Brief discussion of key elements in
case as they relate to your analysis, such as product/services offered,
competitive priorities, industry trends, marketing issues, human resource
issues, etc.
Critical Issue(s): Identification of the major problem(s) and issue(s)
present in the case.
Alternatives: Identify the feasible solutions or alternatives available to the
principals. Include some evaluation or discussion of strengths and
weaknesses of each alternative (bullet format is preferable).
Recommendation: Selection of preferred action.
Action Items: Short list of prioritized action items for principals. Also, a
good spot to address potential negative consequences of your
recommendation. If appropriate, break list into short- and long-term.
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2.
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Note: In cases with multiple issues, you may prefer to group
issue/alternative/recommendation for each issue rather than repeating
items.
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For the written work to be completed individually (except for cases turned
in as a group), you are still encouraged to discuss issues in the case with
your colleagues.
Participation:
Students are expected to provide insightful input during case and class discussions.
This requires having read the cases and articles prior to class and being prepared to
participate in discussions. Contributions that advance the case discussion or build on
the work of others will be rewarded.
Included in the course schedule are selected discussion questions that can be used to
structure your reading. Written responses to these questions are not required.
3.
Interview With Senior Executive:
Task is to interview senior executive (CEO or directly reports to a CEO) outside of your
own organization to investigate their leadership style and philosophy. Also, the
interview should provide insight in to how that style affects their role in the organization,
informs them on ethical issues, and shapes the culture of the organization.
Approximately seven teams of three will be formed on 12/8/00. Each team is expected
to select the executive they wish to interview and manage the entire process. Teams
will present the information and insights on the morning of our February 8, 2001
session. Presentations will be limited to 20 minutes. While a formal presentation is
not required, preparation of a few slides helps to structure the time.
Grading
Your final course grade will be calculated on the following basis:
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Written analysis of 2 cases:
Team Interview:
Contributions to class discussion:
30 %
20 %
50 %
A straight grading scale will be used:
(A = 95-100, A- = 90-94, B+ = 87-89, B = 83-86, etc.)
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Effective Enterprises (EXLP 511)
Tentative Class Schedule
Session 1 / Jan 11 / 8:30 AM – 12:00 PM
“Enterprises & Value Chains”
CASE:
Yellowtail Marine, Inc.
1.
How should Robyn spend her first hour at Yellowtail? The
first day? Beyond? What issues are most critical for her?
READINGS: Teal, Thomas, “The Human Side of Management,” Harvard Business
Review, Nov-Dec, 1996.
1.
Why is managing so difficult? What is a “good manager”?
Wenner, David L. and Richard W. Leber, “Managing for Shareholder
Value—From Top to Bottom,” Harvard Business Review, Nov-Dec, 1989.
1.
2.
What is “value”? What is SVA? How can SVA be used to
increase value?
How might ethical decisions be integrated into SVA?
Session 2 / Jan 11 / 1:30 PM – 5:30 PM
“Systems & Supply Chains”
In-class Simulation
READING:
Magretta, Joan, “The Power of Virtual Integration: An Interview
with Dell Computer's Michael Dell,” Harvard Business Review, MarchApril, 1998.
1.
What does Michael Dell mean by the statement, “If you tried
to divide Dell up into a manufacturer and a channel, you’d
destroy the company’s unique value”? (p. 84)
2.
What is Michael Dell’s role in the company?
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Session 3 / Jan 12 / 8:30 AM – 12:00 PM
CASE:
Matching Dell
1.
What changes have Dell’s competitors made to their
strategies to be more like Dell? How should Dell respond?
READINGS: Gadiesh, Orit and James L. Gilbert, “Profit Pools: A Fresh Look at
Strategy,” Harvard Business Review, May-June, 1998.
1.
Where are the profit pools in your industry? Who are the
players in those pools?
Mini-case on stock options (to be handed out in class).
Session 4 / Jan 12 / 1:30 PM – 5:30 PM
“Leading Change”
CASE:
Granite Rock Company
READINGS: Heifetz, R.A. and D.L. Laurie, “The Work of Leadership,” Harvard
Business Review, Jan-Feb, 1997.
1.
2.
Which of the six principles do you think are most difficult for
leaders to master? Why? How about for you?
Which of these principles were used by Bruce at Granite
Rock?
Kotter, John P., “What Leaders Really Do,” Harvard Business Review,
May-June, 1990.
1.
How is the job of leading different from that of managing?
Kotter, John P., “Leading Change: Why Transformation Efforts Fail,”
Harvard Business Review, March-April, 1995.
1.
Did Bruce do a good job of avoiding the pitfalls of
transformation?
Session 5 / Feb 7 / 8:30 AM – 12:00 PM
“Technology”
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CASE:
Disruptive Technology a Heartbeat Away: Ecton, Inc.
1.
2.
How does the Ecton machine differ from the existing
technology in the market? In what ways is it similar to the
conventional machines already in the market?
Where is Ecton positioning itself in the current ultrasound
imaging marketplace? Is their technology disruptive or
sustaining?
READINGS: Christensen, Clayton M. and Micheal Overdorf, “Meeting the Challenge of
Disruptive Change,” Harvard Business Review, Mar-Apr, 2000.
1.
2.
What is a sustaining technology? A disruptive technology?
What decisions must be made in the resources-processesvalues framework?
Session 6 / Feb 7 / 1:30 PM – 5:30 PM
“Globalization”
CASE:
Levi Strauss & Global Sourcing (A)
1.
READING:
Should Levi continue business in China?
Haas, Robert, “Values Make the Company: An Interview with Robert
Haas,” Harvard Business Review, Sep-Oct, 1990.
Project with Dr. Cleo Molina.
Session 7 / Feb 8 / 8:30 AM – 12:00 PM
Executive Interview Presentations (20 minutes each)
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